Delegation revisited: how delegation can benefit globally-minded managers

The purpose of this paper is to examine how the effectiveness of delegation as a management practice is impacted by various factors such as manager cognition, perceived subordinate competence, and cultural differences. This research may help global business leaders to better understand how cultural differences may impact managerial functions and how to manage culturally diverse employees.

This paper is based upon a conceptual discussion of delegation as it has been studied in the past and a reflection on the ways in which past research can usefully inform current trends in the use of delegation as a management practice.

A model is proposed that suggests that the effectiveness of delegation in a local context is a function of the global leader’s cognitions and perceptions of their subordinates. Further, it suggests that this relationship is moderated by the local cultural context in that some cultures may be opposed to being delegated authority.

This paper presents a conceptual framework and therefore empirical applicability of this model must be proven.

Delegation is an under-researched management practice. This paper contributes to the delegation literature by exploring its value to management in a global context.